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August 30, 2012 – ISSN# 1545-2646



Having potential and using potential are two very different things.

There are some really smart people in this world.  IQ’s that are in the genius level.  There are others that have what I call street smarts.  There is no quantitative measurement tool for that score that I’m aware of in the marketplace.

The challenge is identifying these candidates in the pool of people and engaging them to be part of your team.

The real key here is – What type of people are needed in your business? Hiring purely  intellectually smart people is great if all of your work tends to be scientific in nature. But will these same people have the interpersonal skills to interrelate with people not in their same “Smarts” pool?

If your business is not strictly a place where they can use those IQ skills then maybe you need to look at the many other elements which will contribute to a successful employment relationship.

Years ago when hiring sales people in the high tech industry I happened to identify that those individuals which had some creative skills could transfer some of them to problem solving skills.  They looked at the same challenges through a different set of lenses.  This allowed them to come up with creative ways to help the customer solve their problems using the software tools they were selling. IT was not all about the technology but about the creativity to fix the situation.

Later on I ran across a person who was struggling to find the right people for their business.  He really never stopped and thought about what the role was and what the people doing the role needed to possess in order to be successful in the role.  He was trying to find duplicates of himself because by doing so they would conduct themselves in the same way he would or had in the past. Unfortunately, this was frustrating and very expensive due to high turnover and retraining costs.

The fix was to identify critical characteristics the role required and then find people that possessed those items. This way when the person arrived at the job they were no longer IClueless.  They had “Job IQ” not necessarily brain IQ.

This week take a look at your candidate assessment process.  What factors have you looked at to truly identify critical traits that contribute to job success?  How do you determine they exist in your candidates?

Remember that a wrong hire is not just bad for one party.  It is bad for both the company and the candidate.  It costs both time and money.  The better you can identify the gaps between what is and what is needed at the front end of an employment relationship the better it is for all involved.

Interested in understanding more about how to benchmark job roles to identify the critical elements needed for success? Give JKL Associates a call or send us an email at (313) 527-7945

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945


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JKL Associates
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Grosse Pointe Farms
MI 48236


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Copyright – JKL Associates 2012

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